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The Ripple Effect: The Role of Leadership & Management in Workplace Health (Dr. Joel Bennett)
 

The Ripple Effect: The Role of Leadership & Management in Workplace Health (Dr. Joel Bennett)

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WORKSHOP AT 2010 HOUSTON WELLNESS ASSOCIATION. Designed to be used with self-assessment handout. ...

WORKSHOP AT 2010 HOUSTON WELLNESS ASSOCIATION. Designed to be used with self-assessment handout.

OBJECTIVES
1) Understand the three main paths of the ripple effect (healthy role model, job design, heart-centered leadership)
2) Review research supporting the ripple effect
3) Review and/or take self-assessments that pertain to each path
4) Re-assess personal legacy and personal influence on the ripple effect

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    The Ripple Effect: The Role of Leadership & Management in Workplace Health (Dr. Joel Bennett) The Ripple Effect: The Role of Leadership & Management in Workplace Health (Dr. Joel Bennett) Presentation Transcript

    • The Ripple Effect: The Role of Leadership & Management in Workplace Health
      2010 WELLNESS SYMPOSIUM
      Strategies for Companies &
      Communities to Impact Health in
      A Changing Economy
      Facilitator
      Dr. Joel B. Bennett
      Organizational Wellness & Learning Systems
      © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
    • The ripple effect of a leader's enthusiasm and optimism is awesome.
      - General Colin Powell
    • INTRODUCTION
      We need a program for leaders who want to improve/maintain this relationship, their own health, and enhance the overall strength of their workplace.
      Employees will tell you that the number one driver of their own health, stress, and productivity is their relationship with
      their boss.
      FREE ACCESS: http://207.32.116.96/owls/execuprev_2004/index.html
    • Key Quote
      Executive healthis not simply a personal issue; it has collective consequences for all members of any organization who depend upon the strength, experience, skills, and insights of its leaders…
      One strong, healthy executive in a key organizational position can serve as a primary prevention agent for tens, hundreds, and even thousands of employees who serve under his or her wing. Therefore, the interests of the organization as well as its individual executives are served well by the preventive health management of its executive cadre.
      (Quick et al., 2002; pp. 41-42)
    • Objectives
      Understand the three main paths of the ripple effect (healthy role model, job design, heart-centered leadership)
      Review research supporting the ripple effect
      Review and/or take self-assessments that pertain to each path
      Re-assess personal legacy and personal influence on the ripple effect
      © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
    • LeadWell~LiveWell
      Workplace managers and executives can present significant medical savings to an organization through three positive paths of influence:
      (1) they provide supportive supervision and positive leadership, a known health protective factor in the work environment;
      (2) they model heart healthy life-styles to associates (role modeling);
      (3) managers and executives make decisions about providing EAP/health promotion programs.
      © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
    • HUG YOUR BOSS: Special ATTENTION
      Managers have a unique set of needs for protecting against cardiovascular risk
      Programming should be suited to these needs
      Combine LEADERSHIP DEVELOPMENT with WELLNESS SUPPORT
      © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
    • How it Works
      The Ripple Effect
      https://www.execuprev.com/content/login.cfm
      © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
    • Ripple Effect Literature Review (Sample 1)
      Leader behavior impacts employee well-being (Gavin & Kelley, 1978; Gilbreath & Benson, 2004).
      Workers who felt treated fairly by their bosses have lower CVD risk up to 8 years later (Kivimäki et al., 2005).
      Inverse relationship between supportive behavior in immediate supervisors and employee ratings of burn-out (Constable & Russel, 1986; Russel, Altmaier, & Van Velzen, 1987; Burke, Shearer, & Deszca, 1984; Seltzer & Numerof, 1988).
      When leaders are perceived as concerned, honest, and consistent, their subordinates experience reduced stress (Alimo-Metcalfe and Alban-Metcalfe; 2003).
      Employees with emotionally abusive supervisors (e.g., ridicules, blames) have higher levels of depression, anxiety, and emotional exhaustion six months later (Tepper, 2000).
      © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
    • Ripple Effect Literature Review (Sample 2)
      Meta-analysis 73 studies, perceived organizational support (POS): fairness and supervisor supports have greatest relationship: “Employees with high POS generally…suffer fewer strain symptoms such as fatigue, burnout, anxiety, and headaches.” (Rhoades & Eisenberger, 2002)
      Longitudinal study of female hospital workers (doctors, nurses, administrative, and maintenance), 10 locations, managerial practices predicted sickness absence, minor psychiatric morbidity, health status 2 years later (Kivimäki, Elovainio, Vahtera,  & Ferrie, 2003).
      Importantly, across these and other studies –no moderator effects for organizational type, suggesting that these effects do not vary by job level, industry, or intra-study site differences.
      © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
    • Ripple Effect is UNIVERSAL
      Across these and other studies – no moderator effects for organizational type.
      These effects do not vary by job level, industry, or intra-study site differences.
    • 12
      Stress Affects Business Results but Little Action Taken
      Long Hours, Doing More With Less
      Ability of Managers to Recognize Stress
      It is getting worse!
      Manager Ability-Find Solutions for Stress
      *Percent of respondents indicating “to a great extent” or “to a very great extent”
      Watson Wyatt “Staying@work” 2008 Study (n = 355 HR Directors; 1,000+ EE)
    • PATH 1
      Healthy Role Modeling
    • PATH 1: Healthy Role Modeling
      Four Dimensions:
      Physical (exercise, diet, symptom monitoring)
      Emotional (stress, hostility)
      Spiritual (big picture, sense of purpose)
      Ethical (conscience, moral compass)
      Work-Life Balance
      Use and describe how I benefit from the wellness program
    • © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
    • SURVEY 1 (DEEPER DIVE ON PATH 1)
      S=Spiritual; P=Physical; E=Ethical; Em=Emotional
      © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
    • PATH 2
      Work & Job Design
    • Path 2: DESIGN: Jobs + Wellness Programming
      ATTEND TO THE THREE LEGS OF THE STOOL
      Offer wellness programs
      Policies and environmental support
      Three main work conditions that significantly influence cardiovascular disease
      JOB STRAIN (HIGH DEMAND + LOW CONTROL)
      EFFORT-REWARD IMBALANCE
      SUPERVISOR SUPPORTIVENESS
    • Both Work SETTING and LIFESTYLE
      © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
    • Strategic Elements of the Launch Pad
      CEO/Mgr
      Engagement
      Organization
      (Policy)
      Individual
      Health
      External Support
      & Community
      Integration
      Environment
      Team/Support
      © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
    • Strategy Matrix for Wellness Planning
      © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
    • SURVEY 1 (DEEPER DIVE ON PATH 2)
      Range between -8 and +24
      -8 to 0: Very Weak
      0 to 6: Weak
      6 to 10: Moderate
      10 to 15: Strong
      16 to 24: Very Strong
      Items 1 to 4: Lifestyle; Items 5 to 8: Work Support
      © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
    • PATH 3
      Heart-Centered Leadership
    • Path 3: Heart-Centered Leadership
      © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
    • Heart-Centered Leadership
      Dr. Joel Bennett ~ owls@charter.net
    • Heart-Centered Leadership
    • SURVEY 3 (DEEPER DIVE ON PATH 3)
      Wellness
      Balance
      Presence
      Teamwork
      Accounta-
      bility
      Coping
      Support
      © 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
    • Contact
      Joel B. Bennett, President Ashleigh Schwab, Project Director
      Organizational Wellness & Learning Systems 
      3221 Collinsworth St., Suite 220 
      Fort Worth, Texas, 76107
      817.921.4260 office 
      817.845.2772 cell 
      learn@organizationalwellness.com 
      www.organizationalwellness.com
      Resource
      PROTOTYPE: http://207.32.116.96/owls/execuprev_2004/index.html
      PROGRAM: www.execuprev.com